The Old Red Lion

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

At our last assessment we rated this key question good. At this assessment the rating has changed to outstanding.

This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

This service scored 100 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff demonstrated exceptional kindness, compassion and respect for people’s dignity. Staff knew people extremely well, including their communication styles, emotional triggers, personal histories and the subtle ways they expressed their needs. This deep understanding enabled staff to support people sensitively, even when discussing or managing the most private or complex aspects of their lives.

People were given privacy in ways that were both safe and empowering. Staff created calm, respectful spaces where individuals could explore their emotions, express worries or manage their physical needs without judgement or pressure. This approach helped people feel secure, valued and in control, even during moments of vulnerability.

One relative told us, “They [staff] know [name] so well, not just their communication but their mood and everything. They are so in tune with what [name] needs.” This reflected the consistent feedback we received about staff’s ability to recognise even the smallest changes in a person’s presentation and respond with warmth, patience and reassurance.

Staff demonstrated genuine compassion in their everyday interactions. They took time to listen, offered comfort when people were distressed, and celebrated achievements, big or small, with enthusiasm and pride. Their approach ensured people felt respected as individuals and supported in ways that upheld their dignity at all times.

Overall, the provider demonstrated outstanding practice in kindness, compassion and dignity. Staff’s deep knowledge of each person, combined with their sensitive and respectful approach, created an environment where people felt safe, understood and genuinely cared for.

The provider demonstrated outstanding practice in treating every person as a unique individual with their own preferences, histories and aspirations. Staff took time to understand what mattered most to each person and tailored support in ways that honoured their identity, culture and personal goals.

One person was supported to attend a family wedding, an event that had previously felt overwhelming for them. Staff used gradual, sensitive exposure to the venue, visiting several times in advance so the person could become familiar with the environment, layout and sensory experience. They also worked with the family to plan the menu ahead of time, ensuring the person knew exactly what to expect. The individual took great pride in choosing an outfit for the occasion, and their family later shared heartfelt feedback expressing their delight at having the whole family together for such a special event. This reflected the service’s commitment to enabling people to participate fully in meaningful life moments.

Another person experienced significant distress when receiving visitors in the home and found it difficult to adjust when people left. The registered manager went above and beyond to ensure this person’s needs were respected. They provided additional time, planning and funding so the individual could visit others in their own environments instead of hosting visitors at home. This thoughtful adaptation allowed the person to maintain important relationships in a way that felt safe, predictable and comfortable for them.

Staff consistently demonstrated deep respect for each person’s preferences, communication style and emotional needs. They adapted routines, environments and support strategies to ensure people felt understood, valued and in control of their experiences.

Staff at every level at The Old Red Lion demonstrated outstanding practice in promoting and enabling people’s independence. Staff understood that independence looked different for each person and worked patiently, creatively and consistently to help individuals build confidence, develop new skills and take pride in their achievements.

One person who had previously relied entirely on staff for all aspects of their personal care had been supported to develop significant independence. Through step‑by‑step teaching, reassurance and positive reinforcement, they now required only prompting and observation to complete their personal care tasks. This represented a remarkable increase in autonomy and dignity, and staff spoke proudly of the person’s progress.

Another person had been supported to develop their cooking skills. Staff encouraged them to explore ingredients, practise safe kitchen routines and experiment with dishes from their own culture. Over time, the person became confident enough to help staff prepare meals and took great pride in contributing to the household in a meaningful and culturally expressive way.

Throughout each visit we undertook, every person was either out participating in activities or preparing to go out. The home was lively, energetic and filled with purposeful movement, reflecting a culture where people were encouraged—and supported—to lead active, fulfilling lives. Staff ensured activities were meaningful and aligned with each person’s interests, goals and sensory needs.

The environment and staff approach created a setting where independence was not only encouraged but celebrated. People were supported to stretch their abilities safely, make choices confidently and experience the satisfaction of achieving personal goals.

The registered manager and staff responded exceptionally well to people’s immediate needs, including those who required restrictions to keep them safe. Staff used thoughtful, proactive planning to ensure people’s needs were met promptly and appropriately, without imposing unnecessary or excessive restrictions. Their approach focused on understanding each person deeply, anticipating early signs of distress and acting quickly to prevent escalation.

People had detailed communication plans that guided staff on how to recognise subtle indicators of discomfort, pain or emotional distress—particularly for those unable to verbalise their needs. These plans included personalised cues such as changes in posture, facial expressions, movement patterns or behaviours. Staff were confident in identifying these early signs and used them to adjust support, offer reassurance or change the environment before distress increased.

This approach had a transformative impact for one person who previously required 3:1 staff support 24 hours a day due to significant risks and high levels of anxiety. As staff became more skilled at recognising the person’s early signs of emotional escalation and responding promptly through preventative planning and the alert systems, the individual’s anxiety reduced dramatically. Distress‑related behaviours became far less frequent, and the person gained confidence and a greater sense of control.

As a result, the person was able to step down to limited 2:1 support during the day, promoting far greater autonomy, dignity and independence. At night, the introduction of a discreet health‑monitoring sensor meant they required limited 1:1 support. This represented a significant reduction in restrictions, while still ensuring the person’s safety and wellbeing were fully protected.

Overall, the service demonstrated outstanding practice in responding to people’s needs and reducing restrictions. Staff’s proactive, skilled and compassionate approach ensured people experienced greater freedom, improved wellbeing and support that truly respected their rights.

The registered manager demonstrated an exceptional commitment to supporting staff wellbeing and enabling the workforce to thrive. Staff consistently described a culture where they felt valued, listened to and supported both professionally and personally. One staff member told us, “The registered manager is excellent, I can go to them with work or personal issues and they are always willing to help and support me.” Another said, “The [registered] manager and deputy manager are part of the team, they will help wherever needed.” This reflected a leadership approach rooted in compassion, visibility and genuine teamwork.

Staff confirmed they received regular support through structured supervisions and team meetings. These sessions provided opportunities for reflection, professional development and emotional support, helping staff feel confident and equipped in their roles. Staff described these forums as safe spaces where they could raise ideas, discuss challenges and celebrate achievements.

The registered manager also encouraged staff to take an active lead in the CQC assessment and demonstrate their abilities and skills. Staff told us they were trusted to step forward, take ownership of tasks and showcase their strengths. This approach created a culture where staff felt empowered to grow and contribute meaningfully to the service.

We saw clear evidence of active career progression. Staff thrived in an environment where they were encouraged, and supported, to develop new skills and knowledge. Leaders ensured staff had access to training, mentoring and opportunities to expand their roles, resulting in a confident, motivated and highly skilled workforce.

This strong focus on wellbeing and enablement contributed to a resilient, enthusiastic team who felt proud of their work. People benefited from consistent, compassionate and high‑quality care delivered by staff who felt supported, valued and empowered.